The reflex is to measure diversity by counting people.
Does a headcount tell you what has to change, or only what already exists?
Mosaïca training
Diversity management KPIs
Build a small number of defensible indicators, connect them to real decisions and move past dashboards no one uses.
- Durations
- 4 h·8 h·16 h
- Formats
- In person·Online
- Delivery
- In-house·Public session
Why this training exists
A dashboard no one looks at is a cost, not a tool
Are you measuring what counts, or what is easy to count?
Choose→ Define→ Read→ Decide
Most dashboards cover only representation, the family that is simplest to produce.
What is missing for an indicator to become a decision?
An indicator moves, and an executive committee expects an explanation at the next meeting.
Does the variation come from a real change, or from a definition problem?
Some indicators reassure. Others are uncomfortable.
Does the dashboard keep the ones that inform, or only the ones that reassure?
You keep what serves a decision, and set the rest aside.
Objectives
What you will be able to do
By the end of the training, the participant will be able to:
- Recognize the four families of indicators.
- Write an operational definition with no ambiguity.
- Set the source, the frequency and the owner of each indicator.
- Identify the threshold below which a gap is not significant.
- Read a variation without hastily assigning it a cause.
- Set aside the measures no decision uses.
Program
- Spot the counting reflex.Why measuring representation alone reassures without informing a decision.
- Explore the four families of indicators.Representation, process, experience and effect.
- Define each indicator without ambiguity.Source, frequency, owner and significance threshold.
- Read a variation without assigning it a cause.Tell a real gap apart from an artefact of the calculation.
- Build a small dashboard.Connect each indicator to a decision and to an owner.
- Prepare for accountability.Defend the dashboard before a governing body.
Four families of indicators
A credible dashboard covers all four. Most cover only the first, because it is the simplest to produce.
Dashboard
4 families that complement one another, without balancing out mechanically.
Representation
I describe who is here.
The composition of the workforce, by level and by function: necessary, never sufficient.
Processes
I examine how decisions are made.
The fairness of selection, promotion and opportunity-allocation practices.
Experience
I measure what people experience.
The sense of inclusion, the safety to speak up, real access to opportunities.
Effect
I look at what it produces.
Retention, progression and team performance.
Key point
The four families do not balance out mechanically: two or three indicators tracked seriously are worth more than a complete dashboard that gets abandoned.
Depth
Choose the depth
The same framework. Three levels of depth, depending on what your committee needs to be able to do.
4 h
Understand
Choose the right indicators and set the rest aside.
- The four families of indicators
- What an indicator does not tell you
- Sorting an existing dashboard
- Defending a withdrawn indicator
Ideal for a committee that wants to clarify quickly what it should track.
8 h
Practise
Define solid indicators and read them accurately.
- An operational definition with no ambiguity
- Source, frequency and owner
- Reading a variation without assigning it a cause
- Writing indicator sheets
Ideal for HR teams and executives building their indicators.
16 h
Go deeper and transfer
Steer the dashboard and account for it.
- A small, coherent dashboard
- The perverse effects of a tracked indicator
- Simulated accountability session
- Application to the organizational context
Ideal for committees that have to defend their indicators before a governing body.
Understand→ Practise→ Go deeper
The teaching approach
Training you practise
Participants do not stay in the audience: faced with an indicator that moves — retention down twelve points — they choose a first reading, then check what it assumes before concluding.
- Choose
Tell a useful indicator apart from a decorative one, and set the rest aside.
- Define
Write an operational definition: source, frequency, owner.
- Read
Interpret a variation without hastily assigning it a cause.
- Decide
Connect each indicator to a decision and to an owner.
Sorting an existing dashboard
Writing indicator sheets
Reading contradictory results
Designing a real dashboard
Testing for perverse effects
Simulated accountability session
The workshop starts from what you already track: your current dashboards, the numbers your board asks for and the ones no one looks at.
Plan
Plan the training
For your organization
Training adapted to your context
Your current dashboards and the numbers your board asks for are the raw material of the training.
- Durations
- 4 h · 8 h · 16 h
- Formats
- In person · Online
- Adaptation
- To the organization's context
Public session
Public calendar coming soon
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